001Well, good evening and welcome to the St. Rain Valley Schools Board of Education meeting of May 27th, 2025. Please stand if you are able and join me in the Pledge of Allegiance. I pledge allegiance to the flag of the United States of America and to the Republic for which it stands, one nation under God, indivisible with liberty and justice for all. Christy, would you please call the roll? Sure, Mrs. Babs. Mrs. Babs. We'll come back. Mr. Berthold? Present. Mrs. Gilligan? Present. Mrs. Horanek? Absent. Mr. LeChuga? Here. Mrs. Ragland? Here. Mrs. Weiss? Here. Mrs. Babs, are you present? Present. And Mrs. Babs, would you please tell us where you are joining us from via WebEx? Yes. The address 1135 Ritz Drive, Cedar Hill, Texas, 75104. Mrs. Babs, thank you so much for joining us and and
002letting us know where you are, and we hope you feel better. Christy, are you aware? Christy, are you aware of any changes to the agenda? Yes, we do have one. We have removed consent item 7.11. Okay, great. Thank you and welcome to all of our audience this evening. This meeting is being streamed on our website where a recording will also be available. If our live audience would please be sure device notifications are silenced. We greatly appreciate it. The meeting is also being translated into Spanish and headsets are available for anyone in our audience that would like them. I'll begin tonight's meeting with our district's mission statement to educate each student in a safe learning environment so they may develop to their highest potential and become contributing citizens. This mission provides clarity of our purpose and
003our focus leaders make all decisions within its context. First up tonight, we have a world-famous robotics team up a creek with a award-winning teacher, Teresa Ewing. I welcome you up to the podium. That was a pretty fancy introduction. But we are kind of world famous now. I'll go closer if I need to. So good evening. My name is Teresa Ewing. I teach computer science at Niwot High School, but I'm also a mentor of Upper Creek Robotics. Upper Creek Robotics began as an after-school club at Silver Creek High School in 2005 and we had about 15 students at that time and then eventually we moved over to the CETC and we kind of outgrew that and in 2015 we got our own building about a block away from the CETC on Sherman Street and had our
004own machine shop and a lot of things that really helped us become more competitive. So technically we are outside of the school district, but St. Vrain is our largest sponsor and while most of our district competes in something called VEX Robotics, we compete in something called FIRST Robotics and at the highest level FIRST has much bigger robots and it tends to have more custom parts that are machined and we have a lot heavier mentor involvement in the design of the robots. We currently support eight teams, six Lego League teams. Those are fourth to eighth graders and then an intermediate FIRST Tech Challenge team that's here tonight and then a large 70 student high school team that has kids from all over the district on it. Overall, we have 25 adult mentors, mostly who are engineers
005in the community or retirees with a lot of tech industry experience. All of our teams are highly competitive. Our largest high school team, the FRC team won the Colorado State Championship this year and seated second in their division at the World Championships. But tonight we're here to talk about the FIRST Tech Challenge team. So I'm here to introduce Malcolm Smith, Trevor White, and Julian Hansen. So I'm Malcolm Smith. I recently graduated from Niwa High School and I'm the team captain of the Upper Creek Robotics FTC team. So the way that this competition works is that every year we will be given six months with a completely new challenge and we have to design a new robot to compete and score points within that setting. And so for this year, the way that you can score
006points is by picking up these blocks from the middle of a field and the robot will be able to pick them up and attach a hook to the block like this and then they will hook the what is called the specimen onto a pole in the middle of the field and that'll score points. This scores about 10 points. And so the way that it works is it is two robots on one side versus two robots on the other side. And you're trying to score as many points as possible to win matches. And so the name of the game is Speed to score as many as possible, as quickly as possible, especially because the first 30 seconds scoring is worth double and so you want to do that as fast as possible. The way that most
007teams do it is they'll take this they'll be taking this they'll be bringing it to the corner and a human will be sitting in the corner. They'll grab this attach the hook do that whole process. But we do we use a unique strategy where we're we're picking up nine of these clips hooks at once. We're holding them inside of our robot and then the robot is going to be the one that actually attaches them like this and scores points. That way we don't have to move at all and we can just sit in one place and score much more quickly than other teams. And we'll be showing that in a second after Julian and Trevor talk a little bit more about the challenges we face designing these robots. Hi there, I'm Julian. I just graduated
008from Longmont High School and I was our team's mechanical lead this year. So before we could implement our strategy there are a few things we had to prove. First we had to prove that we could reach all the samples inside of the center cage area. What we call the submersible you see on the TV. That's where all the blocks are resting. And we were also really worried about space. The whole auto clipping mechanism where a robot picks up the clips and attach and creates the specimen in the cell required a lot of mechanisms. So we had to put a lot of time and thought into making our robot compact and space efficient. As you can see on our robot on the floor right there, there is not much wasted space in it. To do this
009we needed to extend our picker. We used something really unusual. We used the mechanism that's used to extend the radio antenna on a car. This is an example of the module of the antenna. And so this is yeah, this is what we use as a linear extension mechanism. Something unique to the FIRSTech Challenge community. On the outside of this, or being actuated or extended by this, I included a mechanism that had a turret that could swing in any direction. A four bar lift and a clamp specifically designed to match the shape of the samples. We also designed a clip mount inside of the robot. Our robot would go to the edge of the wall, pick up nine clips at once and store them on a mount inside of the robot. As the samples were picked
010up off of the field, they would automatically be slotted into a chamber for a robot to assemble the clip onto the sample to create a specimen ready to score. Now I'll let it hand off to Trevor to talk about software. Hi, I'm Trevor White. I just graduated from Niwot High School. Once we had our robot and it was assembling clips and doing all this cool stuff, we had to make it actually work in the field. And that's what my job as a member of the software team, this year's software lead. The biggest problem we had was using vision to find these blocks where we'd have to find the orientation and color relative to where our robot was. And this was a really difficult problem this year. The biggest challenge is that lighting conditions change from
011venue to venue where at our classroom where we actually work, there's certain lighting and then at the school gym where the Colorado Regional was held, there was gym lighting and then finally at the world stage there was stage lighting and that was very odd and tripped up a lot of teams this year. And then in addition to this challenging vision problem, you really want to get fast enough to run during the match and actually be usable. So since this was such a hard problem and was a big learning opportunity, we actually got to receive mentorship from one of our previous members, Matthew. He's in the crowd. He called in from Carnegie Mellon University and was able to help teach us all about how do you make a fast vision pipeline, do all sorts of cool
012things. And by the end we were one of if not the only team in the world to run our vision algorithm on the whole field where we'd see a bunch of different game objects and get them. And this gave us a really cool competitive edge. So once we had spent that time developing our robot and developing it in the hardware and in the software systems, we went to compete at several competitions. So we went to two Colorado regionals and we went and we competed at the state championship in February. And at this point we had developed our robot so that it would be able to do the auto clipping system very fast and very efficiently and we were scoring seven of these in the first 30 seconds. And so that was worth extra and other
013teams the best that other teams had done by that point in the season was only scoring six. With that advantage we won the state championship and we qualified for the world championship. And so at that point we we didn't stop. We kept developing and we made everything more efficient and more and work better. And with that we were able to get a ten specimen autonomous. And so we were scoring ten of these in autonomous and the next best team out of the seven thousand teams that were competing in this season was scoring seven. And so this was a very big advantage. This is a 60 point difference at the start of the match. And so from there, and we'll show you the video of that in a second, but we were able to do very
014well. We went undefeated in the semi-finals and the finals of the world championship event, which was held in Houston with 256 other teams. And then we were also and so we won the the world championship as the Alliance captain and then we were also ranked number one in the average number of points scored. And so I'm gonna show now the video of the 30-second period where the robot is running on its own. So no drivers or anything and this is scoring ten of the specimens. So that was in the first 30 seconds we were able to score that. And now we're gonna have some of our team members driving the robot right here and you can see a little bit of how it actually works. And then we'll take some questions after that. So as
015you're watching the robot run, one thing that's important to know is well, we do have drivers controlling it. They're merely pressing a couple of buttons. All the other tasks of locating the block, extending mechanisms out to grab that, all of that is completely automated using our computer vision algorithm as well as our advanced code. So, yeah, so our drivers are just gonna be pressing a couple buttons and the robot is pretty much doing it all by itself. So first our vision system is going to look at where the red blocks are and and it will see one, extends out the arm. Didn't quite get it. The lighting in here is not quite tuned to yet. So stuff might not be set. But there we go. So we go grab one. All this is completely automated
016and our clipper clips one on. We bring up our arm and then we go to score. And then we just do that a whole bunch of times in a match. Yeah. Does anyone have any questions? I actually have a question if you don't mind. How long did it take you to build a robot? Yeah, so we found out what the challenge was back in September. So that's when we started, or early September of 2024. So that's when we started coming up with prototypes, designs, and we've been enhancing the robot's mechanical and code capabilities up until April at the World Championship. Very nice. And the whole team helped build the robot? Yep. And how many team members are there? We had nine team members this season. Yeah, unfortunately, not all of them could make it this
017to this meeting. And you said some some called from a certain distance away? We had a mentor. Yeah, so Matthew Oates. He's a graduate from Niwot High School and a graduate from Carnegie Mellon in computer science. He would called in from college to help us figure out some of our code issues. So cool. Awesome. It was really helpful. Thank you. I remember when we all started this, we were sitting here and the elementary kids came in with a cell phone with a ball that they could shoot through a hoop. Okay, that was pretty significant. This is amazing. I mean, have an audio video to be able to determine the color and pick it up and only get that color and get it in there and have it hooked up and I mean, it's just I
018couldn't do that. I mean, I know I wouldn't be able to do it not with my body anyway. Phenomenal. Phenomenal. Wow. Thank you so much. Did you guys you just you blow my mind and it's unbelievable. I will say that is something we've noticed like most years. The competition is like placing something somewhere else and a human can usually do it faster than the robot. We could beat it, but this year we can't beat it. It's too fast. So I'd just like to thank the board and St. Frank Valley School District for all the support you give us. I think this program is amazing. I got an electrical engineering and computer science degree in my life before a teacher and I came out. I remember my first boss asked me to go get a screwdriver.
019And I asked him, do you want the plus screwdriver or the minus screwdriver? That's how much I knew about actual hardware and hands-on learning. And so these kids are literally coming out of high school with college level skills. And it's a really amazing program. So I really really appreciate the financial support you guys give us. And the moral support too is really great too. So we really appreciate everything this community does for us. Thank you very much. And is that an xbox controller? Is that what that is? All right, I like it. That's great. Seniors, would you mind sharing what's in your future? Sure, I'm going to be an honors engineering student at CU Boulder next year. I'm going to be a computer science and biology student at University of Washington Seattle next year. And
020I will be studying mechanical engineering at Stanford. And then the other seniors on our team are also going to the University of Maryland, UT Austin and Colorado School of Mines. Amazing. What an incredible experience for you all to have that opportunity to gain knowledge that's so widely applicable for the rest of your lives and your future careers and clearly your college choices and and Teresa Ewing, you are a superstar. I know firsthand and just from witnessing you. Thank you. Do you have a fan club in the audience that you'd like to recognize? Parents, supporters, thank you so much. And congratulations. We gotta get a picture. Bring the robot, please. Thank you. What a great way to start our meeting. Next up we have audience participation. Do we have anyone in our audience that would like
021to address the board this evening? Then moving right along we'll go to our superintendent's report. Dr. Haddad is not here this evening, so I'll invite Jackie Capuchin to provide the report. Yeah, we have just a short report. We wrapped up school last week and we had we started with or we ended with a number of beautiful graduations last Thursday, Friday, and the weather held out for us on Saturday, although we were sweating it just a little bit, but they were beautiful graduations. We had about 70 team members who supported all of the graduations across the school district. It is no small endeavor to pull that off all at the same time at their own high schools, and so I want to thank our operations team, our grounds, maintenance, transportation, and security team, our digital and
022technological services team, DTS, who really supported all of the live streaming. Today we found out that we had about 8,900 people live streaming the graduations on Saturday, so that also is a large endeavor to make sure those go well. Our communications team is always on standby in case that weather changes late and did a great job. Our area assistant SOUPs are always on hand to support our our schools, and of course our high school principals paid attention to every single detail. They were just beautiful ceremonies, very honoring, and congratulations to all of our graduates. Also, we are in the middle of doing some training and some support for our summer school programs. Those will start next week, so this week all of our summer school teachers and all of the support staff who support our
023summer programming are in training. They're getting their classrooms set up, and we'll start again on on Monday, so we look forward to visiting some of those sites and seeing how much our children enjoy being in school and and staying with us in the month of June. And then we are deep into planning for next year already. We'll spend a lot of our time in June and part of our July planning our events and for the start of the school year, and so really for some of us the the fun never ends. We work throughout the summer. Everybody gets a little bit of a break to do some family time, but we keep going, so we're excited for the planning of the upcoming school year, and that's it. Thank you. Next up we have report 6.1.
024I'll invite our CFO Tony Whiteley. Good evening members of the board. I'm pleased to present tonight our our district's monthly financial statements for the month of April 2025. These financial statements can be found in the board packet tonight, as you know, and alongside with all of our periodic financial statements will be available online at svvst.org. We had the opportunity to go through these financial statements a little more in depth tonight at the board study session that occurred earlier at 515. These financial statements were presented to our finance and audit committee as well yesterday, and the district maintains an executive summary dashboard in a green, yellow, red color scheme to highlight any concerns. We did have one yellow triangle for our nutrition services fund this year, or excuse me, this month, which I'll touch on in
025just a moment. Tonight at the board study session we discussed our heightened cash and investment balances compared to this time last year. What impacted that and the accelerated equalization payment schedule from the state? We touched on our expected reduced property tax revenue as a result of stable mill levies applied to a lower assessed valuation compared to last year. We also touched on the allocation of revenues to our capital reserve fund from the general fund and our planned one-time change for next year. Finally, we spent a little longer talking about our yellow triangle that I mentioned previously, the nutrition services fund and the potential implications of the state's funding challenges of the healthy school meals for all program and how that might affect us and the families in those particular schools that do not qualify under
026the federal government's community eligibility provision. Next month, the financial statements for May will be presented at the finance and audit committee meeting on June 23rd, 2025 and at the following board study session and regular board meeting the next Wednesday on June 25th, 2025. I'm happy to answer any questions at this time. Thank you so much, Tony. I really appreciate your attention to detail and also your ability to explain and repeat those intricate details of public education finance. Really appreciate it. Thank you. Okay, next up we have 6.2 introduction of the superintendent's budget all funds for fiscal year 2026, Tony. Great, I'm going to invite our executive director of budget and finance Justin Patrone to come up connect his laptop while I say just a few words of introduction. So this is the proposed budget for
027the superintendent's budget for all funds and as Justin will get into in just a moment. I just wanted to reiterate what a large project this is. Of course, it represents a huge amount of work by Justin and his team Justin himself, of course, and as well as Tara Cowans our budget director as well as Justin Newman who is our senior budget analyst. In addition, this involves a lot of collaboration with all of our departments and schools talking about the resource needs for our staffing plans for any budget requests as well as collaboration with our education association on compensation identifying all the resources that we can in order to be as aggressive as we can to attract and retain staff and make sure that we are keeping up with wages and making sure our our staff
028and teachers have the resources they need. So the other large amount of work that they do in this process is identifying our revenues and our revenue streams. Remember, we have multiple revenue streams coming from property taxes from the state equalization amounts as well as all of our grants and categorical funds and everything and it's just an amazing amount of work that they do in order to identify all of that because as you know, all of our expenditures, all of our programming, all of our compensation is predicated on those available resources and those funding streams. They have to identify all of that as well. So with that, I just wanted to again give due credit to this team and all the work that they've done and hand the time over to Justin. So thank you. I'll
029let him go from here. All right. Thank you, Tony. And good evening board members. It's a pleasure to be here again. As Tony mentioned, I'm happy to present to you the superintendent's proposed budget for fiscal year 2026. Tony took the next handful of comments with a lot of thanks to a lot of other people and he wasn't wrong. It is a significant endeavor. He covered the highlights, which is Tara and Justin on our budget team. But as he mentioned, you know, HR plays a significant role in this as do all of our principals, staff and leaders around the district, including Dr. Haddad and Dr. Capuchin. So we appreciate that. I would like to take a moment to recognize that we received for the second time the Meritorious Budget Award, which is issued by ASBU International.
030And really this effort is a testament to the district's commitment to transparency and to providing our community with a comprehensive view of the district finances in a format that aligns with industry best practices. This is a practice that we started a few years ago. It was a little bit of a journey to get there, a planned journey. But we're really happy to do that and meet that standard again. So if we think through the timeline of the budget, this really kicks off kind of our budget season. I mean, a lot of the work has been done, but you know, we are required by statute to introduce the budget to the board by the end of May each year. And so we're doing that this evening in advance of the deadline. And then this also begins
031our public comment period. So we'll make this document available on the website tomorrow and make it available for public inspection. And then on June 11th, we will come back and we'll hold a public hearing to take any comment from the public. And then finally, on June 25th, we expect to or anticipate to bring back the adopted budget for your approval or adoption at that board meeting, which will be in advance of the June 30 deadline. So, you know, at this point in the process, which to say is before the year even starts, you know, we always want to think about what information do we have available us to us to use? And the key inputs here are enrollment projections, legislative actions in a variety of formats that we'll talk about, net assessed value assumptions for
032property taxes, and then of course the programmatic needs of the district. So we take all these in and and really I'm still fairly new here. So I would say that this is really an impressive and pretty collaborative process across the district with all those people that we thanked. But it really begins with enrollment projections in early February. And we take that and we work really well and collaboratively with HR as well as building staff to basically build out staffing plans for each school based on the students that we expect to be there. And we do this agnostic of salary. So we're really just looking at the people and the positions that we want to put into schools to serve them best. It's built on a formula, but we're not beholden to it is what we
033like to say. So it's a guide and then we may deviate from that depending on the needs and unique circumstances of each school. But it's a really great process. And then as the legislation and other revenue factors become a little more clear and we get a little better picture of what that revenue is, then we can move on to the cost factors and estimates. So then we start considering the requests of various departments and schools as well as what we want to do from a compensation standpoint. But with that there all there remains a significant amount of unknowns in the budget. And that's why the budget is built on at this point, especially conservative estimates. And so we expect to to watch those materialize over the next several months. I think Tony mentioned, but our
034team did review this document as well as the April financials with the finance and audit committee, which was last night and a couple of our board members were able to attend. And so tonight we'll start with a brief overview of the general fund. And so as we start to get into the numbers, we start with kind of a summary of changes from where we are this year to where we expect to be next year. And so we kind of do that in the context of changes and so within the fiscal year 25 amended budget it reflects an 18.1 million dollar spend down or your use of beginning fund balance if you will. And as a reminder as we Tony and I both like to say, you know, our budgets are by design conservative. And so
035the 25 amended budget is currently projected to actually outperform the budget by about 14.2 million dollars. So we're constantly monitoring what is happening in real time relative to that budget. And so we even expect that 18.1 to to improve fairly significantly. Comparatively by the 26 proposed budget that you have now before you that includes a 28.9 million dollar spend down and that's the result of an increase in revenues of 5.2 million dollars and an increase in expense of 16 million dollars and we're going to get into those details here right now. So when we think about revenue changes and again as Tony mentioned this is you know kind of a it's a significant amount of the work because it does dictate our ability to do the things that we want to do, right? And so
036total program funding is just as a kind of a reset. This is the mechanism that's defined by statute by the state and the state basically determines how much we should have as a district and they excuse me determine our primary funding source in its simplest form. It's basically the number of students times a dollar amount per student. It gets significantly more complicated, but that's basically the short version of it and that funding source represents over 70 percent of our revenue. So it is the it is by far the lion's share. And so what we expect for next year is a 314 dollar increase in that per pupil funding number. So the dollar amount that we get per student which represents about a 2.8 increase. 2.3 percent of that is related to this the typical state
037COLA or cost of living adjustment that we get. And then the remainder is related to implementation or partial implementation of the new school finance act. So I know we've talked with this group, but just to lay out some of the the history of it. Last year the state implemented a brand new finance formula, which was by far and away the most significant change to the funding formula in at least two decades. Um When they got to this year in the legislative session, they realized the state had some budget problems and shortfalls to deal with. And so we have spent an awful lot of time watching and weighing in on at monitoring what the state proposals have been going back to the governor's budget on November 1st, which included pretty significant decreases to that new funding
038formula. So I'm really happy to report though that I think where we landed is about as good of a place as we could have expected to land. It's not perfect, but it's it's a good place. So that new school finance formula basically says we have to calculate it the old way and calculate it the new way and then take some piece of the difference. And so what we're getting this next year is about 15 percent of that difference. So that represents about a million dollars or so for this year. Also a nice positive was that we were able to retain that idea of four-year averaging. That legislation also dictates that it goes down next year to three-year averaging and sorry when I say next year 27, and then in 28 it will go down to
039two years or some to be determined other smoothing mechanism, which I'm not sure anybody knows what it means yet, but there will be a study session or excuse me a task force on that. So all that said the increase in total program funding net of charter school amounts is 6.2 million dollars, which is a nice increase. Those I apologize. I forgot the increase in per pupil funding is offset by slight decrease in expected enrollment, but not a dramatic decrease. But that 6.2 million dollars represents the the majority of our increase for this year. Now we turn to our MLO revenues and so again with total program property taxes contribute, but they don't really change total program funding, right? Whereas the mill levy override that our voters have approved, the changes in property tax or property
040values I should say have a direct impact and so we work quite a bit right now with our counties predominantly Weld and Boulder to determine what they think. You know the actual estimates aren't due until August and then final in December, but we try to work with them to get our hands around what that's going to be. And so we're looking at about a three percent increase, which for an assessment year isn't significant, but I think we're all familiar with the high interest rates and the the housing market has stagnated a bit and so, but we do expect some increase and that represents about 1.8 million dollars in additional MLO revenue. As Tony discussed when we look at kind of revenues from last year to this year, I know in the study session earlier tonight
041he pointed to the one-time revenues that we have in the current year that won't carry forward to next year. And the two big pieces are that reimbursement for land sale as well as the ipad lease. We kind of have to when we look at the new year we kind of have to say well those were one time so we take those out of the equation if you will. And in addition, Tony also mentioned this, but we're also going to have a board approved at the last meeting a 5.5 million dollar decrease to the transfer out to risk management and cap reserve funds. So that kind of represents a new one-time revenue to to kind of bolster that support for compensation, programmatic needs of the district, etc. Other other revenue changes. There are a variety of
042other ones that we're constantly monitoring with categorical revenues from the state and different grants and things, excuse me, things like that. But one I wanted to mention was preschool. I think you're all aware, but we're moving to from four days to five days, which is phenomenal for our parents and families. But that also comes with a little increase in revenue. So we anticipate about a million dollar increase in revenues because we're moving into a higher bracket or certain of our students are. All right, if we move now to expenditures, of course staff are our most important resource and compensation drives our total expenditures and they represent about 85% for the general fund. The fiscal year 2026 proposed budget includes a 16.6 million dollar increase in compensation, which is a result of those successful negotiations with
043the education association. And again, similar to our staffing, that's just a really great process in my kind of still new view. It's very collaborative HR. Really drives the process, but it's everybody's working towards a common goal and it's very open and it's just a pleasure to be part of. As a result of those negotiations, though, I don't recall if Tony mentioned this, but we had a two thousand dollar increase to base salaries for teachers, which brings it up to 64.5. I'm sorry, $64,500 for the base and anybody can correct me if I'm wrong, but I believe that is the highest in the state of Colorado, which is phenomenal. It also includes steps that occur naturally and then health and dental increases that we expect as well as the associated pair and Medicare for all those.
044And then we also made at the request of the association some longevity band changes or some changes within the formula. So a little bit of additional funds for when you hit a five year marker, a 10 year mark, 15 and 20 year mark, which is a nice way to to offer that increase to 10 year teachers. When you take all those changes together, that's the 16.6, which also includes that amounts to about a 4.19 percent increase. And consistent with past practices, we move our classified folks as well as our professional technical folks at the same level. So we move them by that same 4.19. And then admin, we reduce that a little bit so it comes in at the 3.86 percent increase. Other expenditure changes include just a kind of a host of a variety
045of technological technology needs. There's some other FTE changes, staffing changes and additions that we make and some savings we recognize as well when we go through the staffing plan changes. So when we take in all of the revenue and expenditure impacts, you know, we have we like to always consider the impact to our available fund balance. And as as we're all familiar, we have a very healthy fund balance, but we have to be able to monitor that and consider the changes to it. And so when we look at the June 30, 2025, so upcoming end of this year, the expected fund balance is going to be $174 million. That's what we anticipate and that includes that kind of outperformance that we've talked about, about 14 million. The projected fund balance for June 30 of 26
046is 145 million. But again, these are our initial conservative estimates and that's before any fund outperformance that we would expect to see in fiscal year 26. So this is a graphic I think you are all familiar with. I think it's great. It's just an excellent, easy, simplistic visual representation of our budget for the general fund. So the $663 million appropriation, you can kind of see where that comes from, whether that's property taxes, equalization, mill levy override, and beginning fund balances. So that left side is all of our available resources. And then the right side is where all that money goes. So of course goes predominantly to salaries and benefits. There's a large piece that passes through the charters and then the residual fund balance at the end of the year on the bottom right. This
047next slide is really just a nice reminder and summary that the entire budget and the document is really comprised of all 11 funds. We talk a lot about the general fund because it is it's kind of the lifeblood and the most important fund. But the entire budget, we do focus on the general fund, but the budget includes all expenditures, revenues, and activities, and projected fund balance for all those other funds. And we monitor them all regularly in the same way that we do the general fund. So we're constantly assessing their revenue streams and expenditures and their current year projections and kind of where we think they're going to come in and work with those various departments and groups that monitor those. Not too much to go into, you know, Tony's talked a fair amount in
048the study session about the other funds, but one I wanted to point out just because it is kind of looks like a significant spend down, but is the building fund. And this is really just that anticipated spending of the bonds that we issued in this past year. And we don't really expect to need to issue more bonds, but we would probably anticipate to do that in 27, more than likely, I think, Brian. But that is all as expected. And finally, we present the actual fiscal year 2026 proposed budget appropriation, and this is what technically the board will be asked to approve at the final meeting or one of the pieces. And just as a reminder, the appropriation itself includes all funds and available resources the district. It doesn't necessarily represent what we expect to spend,
049or it does not actually. So it's all available resources. And as I mentioned earlier, the 26 proposed budget itself will be posted online in the morning. We'll have printed copies available on site for public inspection, which will lead to that public comment. And at this point, I'd be happy to entertain any questions the board may have. Okay, Justin. Thank you so much. We appreciate your careful consideration of so many factors when creating this budget and developing through this. And we thank you for your attention to detail that enable us to make informed and responsible decisions on behalf of our taxpayers. So thank you so much for this great work. You're welcome. Thank you. Next up we have consent items, and we will be pulling 711. Would board members like to pull any other consent items?
050Okay, then I would ask for a motion to approve all consent items as listed in our agenda. So moved. Second. And Gino. Mrs. Babs? Mrs. Babs, are you there? Anyone with Mr. Berthold? Yes. Mrs. Gilligan? Yes. Mrs. Horanic? Absent? Mr. LeChuga? Yes. Mrs. Ragland? Aye. Mrs. Weiss? Yes. Mrs. Babs? Yes. Thank you, Christy. And we have our first action item up, 8.1 recommendation, Twin Peaks Charter Academy, corrected version of Exhibit A, waivers to state law. Welcome, Mr. Buckler. Thank you. Good evening, President Ragland and members of the board. I want to briefly acknowledge an oversight that occurred at our April 9th meeting during your review and approval of St. Vrain's updated charter school contracts. At that time, I included an outdated version of Twin Peaks Charter Academy's Exhibit A. Tonight, we have the corrected and
051final version, which includes refined language, clearer rationales, and the removal of two waiver requests that no longer apply. For context, Exhibit A outlines all of the automatic and non-automatic waivers to state law that a charter school is requesting or maintaining. I appreciate your understanding and attention to this updated document, and I can answer questions if you have them. Sorry, do board members have any questions? No. Thank you so much for the quick fix, and I would entertain a motion to approve 8.1. So moved. Second. Mrs. Babs? Yes. Mr. Berthold? Yes. Mrs. Gilligan? Yes. Mrs. Horanek? Absent? Mr. LeChuga? Yes. Mrs. Ragland? Aye. Mrs. Weiss? Yes. Thanks, Christine. And 8.2. We have consideration of an action on Superintendent Finalist Dr. Jackie Capuchin. I will invite now Dr. Capuchin to present to the board and to the
052community a bit about her vision for the district. And we'll take just a minute. We're getting the slides up here. All right. Great. I just can't see it again. We can get it up on the screen, but it's not on the laptop. I got it. We got it. Thank you. Okay. Great. Thank you, Carrie. All right. Well, good evening President Ragland and members of the Board of Education. It is my greatest honor this evening as the finalist for the next Superintendent of St. Vrain Valley Schools to present my professional information and future vision for our school district. My presentation will be structured into four short sections, a little bit of personal information, my professional education and experience, some of my leadership values and beliefs, and my vision and actions for the next steps for St.
053Vrain Valley Schools. So just a little bit of personal information about me. This is my immediate family, otherwise known as Team Capuchin. I've been married for 33 years, all to the same person. And we live in Erie and Tony and I have raised our three children, Lauren, Nicholas, and Zachary there since 1997. My husband is a project control specialist at BAE, formerly Ball Aerospace. Our daughter is in her third year of medical school at Michigan State. Our son Nicholas is self-employed and has an entrepreneurial spirit, and our youngest son Zachary just graduated with his teaching degree and is going on for his master's in educational leadership. Of all of the formal education and professional development that I've acquired, over the years, my own children and their unique K-12 journeys have probably taught me the most
054about what children need in order to be successful in school, and I want all children in St. Vrain to have what I wanted for my own children. I also am the second of five daughters. My mother lives in Cheyenne and she and my father who passed away in 2017 really pushed education in our household growing up, and so I thank them for instilling that value in me as well. In terms of my preparation, I received a BA in elementary education from the University of Wyoming, a master's degree in Ed administration and supervision at the University of Colorado at Denver in 1993, and a doctorate in educational leadership in 2019. I am also an adjunct instructor for the University of Colorado at Denver for the master's degree cohort for principal certification, and I do this mostly
055because I still love to teach. I am completing my 36th year in public education, and I've worked full-time in five districts all in Colorado, and I'm thankful every day that I've saved the very best for last. I've served in a number of roles including elementary teacher, principal, director of human resources and professional development, executive director of learning services, area assistant soup, and deputy superintendent in St. Vrain for the past eight years. My first teaching position was in a one-room school house in northwest Colorado in a small oil and gas camp. I taught four grade levels, and that school was the heart and soul of that little camp, and that connection between schools and community was a very important lesson to me early on in my teaching career, and still holds very true today in all
056of the communities here in St. Vrain. As part of my professional responsibilities, I've also served on several community boards in the St. Vrain community including the Longmont chamber board, a woman's work, a woman's work board, the I have a dream board, and the Carbon Valley Rotary. These opportunities have given me unique insights into the impactful organizations that interface with our district and have allowed me to network with key leaders throughout the community. I've also helped shape legislation and policy related to pre-k-12. I've testified at the Capitol and I've done numerous presentations nationally, statewide, and within St. Vrain. Some of my core leadership beliefs center around the importance of public education and the teaching profession. Public education ensures that every American citizen has a chance at freedom, democracy, and equality. If done well, it is a
057great equalizer, because it allows every U.S. citizen to access opportunities to overcome economic barriers and achieve upward social mobility. I also believe that the teaching profession and all who work in public schools are to be revered for their commitment to this nation's children. When I think of teachers, coaches, bus drivers, administrators, and many others in our system, I am reminded of this quote, Really good people care about their own children, but great people care about other people's children. And our staff does. Our data demonstrates that, as do the opportunities we continue to put in place for students. Here are a few additional leadership values that I hold, and I'll speak to just a couple because some are very self-explanatory. I think one important leadership aspect is that we maintain a sense of urgency and responsiveness
058in our culture. This has been built into our system by our current superintendent, and I believe it sets us apart from other systems because children only get one chance at a great education. And if they are struggling, or their parents reach out, or if we have an issue, we have to take care of that immediately. And when we take care of the day-to-day issues with expediency, we clear our plates for the strategic and innovative work. And when we don't, frustration sets in, small issues turn into big issues, and we lose trust and credibility in our community. Another leadership value that I hold is the window and mirror principle, which Jim Collins spoke about as a core concept in his book, Good to Great. This concept reinforces that when things go well in an organization, a
059leader should look out the window and credit the team for those successes. The leader should also take full responsibility when things go wrong. This is when leaders should be looking in the mirror. The last thing I'll say about leadership is that our world is moving incredibly fast and continuously shifting. Public education is notorious for being resistant to change. Fortunately, we have an amazing team that understands that we must be nimble and constantly looking around the corner in order to provide students with the skills needed for their own futures. Not what we were prepared for, but what they will face in their futures. It is critically important that we remain adaptable, flexible, and innovative in our work. So let's shift to the future of St. Rain Valley Schools. My goals include building on current successes of
060St. Rain and maintaining our tradition of excellence that has been built over the past two decades. I am reminded of this quote by Sir Isaac Newton. If I am able to see further than others, it is by standing upon the shoulders of giants. Public education is and has been under attack by those who want to privatize the system. It is only in maintaining our excellence and serving as a model for how well we educate children and meet their overarching academic and developmental needs will we show people that there is a public school advantage. Our schools cannot be all, one school cannot be all things to all children. But a system of 60 schools can and should be able to provide a powerful experience for each and every student through strong relationships, various programming options, interventions,
061co-curricular opportunities, and by prioritizing strong CTE pathways, as well as four-year university preparation. This is the St. Rain commitment. That each and every student will be recognized for their unique talents and aspirations, and receive an exceptional pre-k through 14 experience in St. Rain Valley Schools in order to graduate with a strong competitive advantage. In order for us to ensure that we have a highly reliable system that can honor the St. Rain commitment and provides quality and consistency across the board, we have to align our actions and our next steps with two things. One, with the strategic priorities set forth by the Board of Education, and two, with feedback provided by our community, our students, our staff, and our partners, all with vested interest in our successes and the successes of their children. So let's walk
062this out with a few specific examples. Some of these examples will be familiar to you as none of the work started in St. Rain has been interrupted by our transition. Other examples provided will be new initiatives that will either strengthen our foundation or provide new innovation, in the coming years. So we'll take a look at the first two on the strategic pyramid. High functioning school board and strong district finances. First, I'd like to thank all of you on our school board for your service and the stability that you bring to our students in St. Rain. Really good school boards are often taken for granted and not recognized unless there is a disruption or private agendas taking center stage. My plan is to help you all continue to operate efficiently and effectively and to serve in
063your roles by providing a weekly update, weekly written updates, of the week's successes, challenges, upcoming events, and the progress on our strategic priorities. I'd also like to set up informal touch points like school visits with individual school board members and to buy and buy yearly retreats that will allow us to dive deeper into more complex topics. As far as strong district finances, we will continue to diversify our revenue streams while paying close attention to the federal changes and their potential impacts on St. Rain. This is an area in which Dr. Haddad's focus and expertise served St. Rain incredibly well, and it will continue to receive focused attention. We will maintain transparency through our finance and audit committee made up of board members, external finance experts, and staff. We will continue with our monthly financial study
064sessions. We will continue to present the yearly financial audit in a public meeting allowing the board to ask questions of our auditors. We will post our financial report on our district website, and we will meet with individual community members or call them back when they have questions or concerns about district finances. Also, through lots of community engagement, we will maintain transparency around our budget through lots of community engagement because when we have trust and credibility, our community continues to support our school district. We will also maintain our rigorous processes to manage our budget, which includes continuing to diversify our funding streams, leveraging interest rates on our general fund reserves through Build America bonds, competitive grants, non-profit engagement by leveraging our economy of scale and by closely monitoring our staffing formulas as people make up 85%
065of our total budget expenditures. One important way that we manage our budget is by delivering on the promise of an excellent education for children. When we do this, property values in our community increase, which creates a strong tax base for our overall program and our mill levy funding. Next, I'd like to address on our strategic pyramid outstanding teachers and staff and strong visionary leadership. In terms of outstanding teachers and staff, I know that great teachers and staff matter in terms of influencing academic achievement, personal development, and long-term wellness for our students. We have to continue to be committed to recruiting the very best in our classrooms across St. Vrain by remaining the most competitive in salaries and benefits and striving for the next incremental starting salary benchmark, which will now be $70,000. We currently have
066the highest starting salary in the state and we need to continue to maintain the standing for recruiting and the retention of high quality staff. We also need to recognize our teachers through career advancement opportunities through an articulated career ladder. These are opportunities that currently exist in our system that provide teachers with additional pay for experiences outside of the classroom and outside of their regular teaching responsibilities. Activities such as mentoring new teachers, tutoring, curriculum development, and presenting at professional development sessions. These opportunities allow teachers to make additional salary and to share their expertise without taking them out of the classroom. In terms of strong visionary leadership and in addition to some of the leadership thoughts I've shared in previous slides, for myself and for our team we will be focusing on high visibility and strong support
067of our schools, high visibility at co-curricular activities and community events and meetings, and by creating a plan with the board of education for community engagement opportunities. Community engagement has been a cornerstone for St. Vrain's long-term success and it will continue under my leadership. I will also ensure that we have stability and succession planning in all of our departments so that no part of our system is vulnerable to turnover. Next is student and staff well-being and state-of-the-art facilities, safe state-of-the-art facilities. So much, we have so much going on in these areas. For example, we will be entering into our second year of developing a middle school monitoring system like those that we have at the high school level to better track on middle school student success. These processes at the high school level have led to
068incredibly high graduation rates and now the goal is to take this level of monitoring down to the middle school so that we can better ensure our students' preparation for advanced opportunities in high school. We will also be piloting a zero to three child care program to support employees with quality infant child care at a reasonable cost while freeing up coveted child care slots in our community. If our pilot goes well, we will likely expand this option into other facilities in partnership with a Boulder community group looking to expand child care options throughout St. Vrain. We will have a study session on this topic in the coming weeks. We've also spent a lot of time this year renorming our system around individual use of technology in the classroom, students' individual use of technology. Parents have indicated
069that they are worried about screen time and while we don't believe technology used for learning and student engagement should be classified as screen time, like scrolling on social media, there is additional work to do with students related to digital citizenship, monitoring the amount of time spent on devices, putting added restrictions in place to alleviate misuse of iPads, and eliminating cell phone distractions in the classroom. We are also in our second year of safe and civil schools work that will give all of our employees at the pre-K through 8 level a variety of positive tools and techniques for consistently supporting students with mental health concerns, classroom management, and behavior management, as well as building positive school cultures. And finally, our team will be working to oversee the construction of new facilities including four new schools, a
070new CTE center, an innovation center expansion, and some other projects, large projects like the stadium build-outs. We'll get the programming at those facilities in place and we'll get the facility staff hired. This work will take place over the next five years and will include boundary discussions and discussions about the efficient use of some of our other school other district facilities. In the areas of communication and collaboration with community and cutting-edge technology, we have a number of next steps that will enhance our current systems. We will continue to engage with new partners who bring their assets to our schools and to our students through mentoring, partnerships, content expertise, and other resources. We'll increase our digital marketing strategies as our system will only remain as strong and robust as our enrollment, so it is critically important that
071we market our work using all of the advanced tools available to us. We will also be working on a futures by design website in which we will better communicate with families all of the focus programs, academic and career pathways, and specialized courses at our innovation center and all of our current and future CTE centers. Recently, Myosha spoke to this strategy and this addresses your concern in a few board meetings ago about ensuring that families know all of the options for our students. And we will continue to educate ourselves on the most current and advanced technologies such as generative AI, quantum computing, bio technologies, advanced robotics, and AR-VR 2.0. All of those technologies are getting way more sophisticated. To this end, as new schools and facilities come online, we will be adding to our focus programs
072co-curriculars and enhancing curriculum and instruction. And in the immediate future, we'll be expanding our dyslexia screening and instructional strategies for dyslexia. We'll be adding a junior ROTC program, adding a construction management pathway, building a dream accelerator program in partnership with junior achievement to help our youngest students explore careers and post-secondary options at the new CTE facility. And we'll develop a portrait of a graduate to align with our graduation requirements and all of the academic and durable skills and experiences students can acquire during their pre-K through 14 career in St. Brayne. And with the end result being confident students who graduate with a strong competitive advantage in a highly globalized environment and go on consistently to experience success, purpose, and happiness in their lives. And all of this is the public school advantage. It's an exciting
073time to lead in public education and in St. Brayne. And I welcome your feedback and questions. Thank you. Thank you for this presentation, Dr. Capuchin. Do board members have questions for Jackie? I had a question. You kind of answered some of it during your presentation, but Don was really known for his commitment to fiscal responsibility and transparency. I wanted to know if you could share some more specifics on how you continue, how you will continue to or improve upon that legacy and ensure that our community maintains trust and how the district resources are managed and allocated, especially given some uncertainty around federal education funding. Yeah, and, you know, I believe that we have a good recipe for success around transparency and managing our budget. And I have learned a lot in that space since coming
074on board to St. Brayne. I think some of our best strategies around transparency is that finance and audit committee in which all questions can be asked, that the budget can be scrutinized, that community members who serve on that committee can ask questions that everyday community members would wonder about in terms of how taxpayer dollars are spent and how we manage those funds. So that's a big part of what we do. Our monthly board meetings, again, where all of that is laid out, where the board is able to ask questions, where community members can join if they have concerns, I think that is a big part of what we do. I think always having our auditors stand before the board publicly to talk about anything, any findings or lack of findings that they have is also
075a very important aspect of our work. One of the things in terms of managing our budget is paying very close attention to the staffing of our schools. And it is not only numbers driven. We do have formulas that help us reasonably staff our schools, but we also take other things into consideration. Nonetheless, that process usually begins in December and takes us all the way through October count. So the staffing of our schools is an eight or nine month long process because we look and we scrutinize and we talk to principals and our area assistant superintendents are highly involved, our HR department highly involved, our finance team. It is an enormous endeavor and that is the lever that really protects our overarching budget is to ensure that we staff our schools appropriately to meet student needs,
076but that we don't understaff or overstaff. And in 2001 during the financial fallout, that was the issue. We did not have a strong position control process in place. HR and finance team, not our current HR or finance team, but the team at the time, were not communicating well with one another and there were not checks and balances in that process. And to that end, those checks and balances have all been put in place and there's a tremendous amount of scrutiny around the way that we staff our schools and we use our resources. Thanks. I appreciate the access to Tony and his team and all that they do in a finance and audit committee meeting. So I do appreciate the transparency and I'm grateful that that will continue. Yeah, and I do know that our finance
077team, they do field phone calls and emails from community members and they're very responsive in that space. Yes. I had another question. I think our district really values a superintendent who's visible, approachable, and engaged with the community. I know you spoke a little bit about that in your presentation. How do you plan to continue to build strong relationships and effectively communicate with diverse stakeholders, including parents, staff, students, and local leaders to foster trust and collaboration? Yes, that is a great question. So thank you for that. Again, we have a good recipe built in for that and we will always be looking for ways to enhance our engagement with the community. But one thing that I would like to invite our board to do is to visit all of our schools and especially the schools in
078your areas. I'd like to be out in schools, every school, one time each semester, but then we're in schools a lot more than that because we hold a lot of events in schools, we hold a lot of community meetings, but specifically going through every being in every school each semester and visiting all 60, touching base with teachers, making myself available to teachers during their planned periods or their off blocks or before or after school, being very visible at community events and co-curricular activities, also engaging with Leadership St. Vrain. We have always a great group of about 150 very committed parents who join us for Leadership St. Vrain every year. We have a teacher advisory council that we meet with monthly. We have a classified advisory council that we meet with monthly. They build the agenda.
079They send in their items for those meetings. We have a principals advisory council where we meet with representatives from our principal groups and we have a student advisory council that represent all of our high schools. So that in itself is a great feedback loop and allows us to hear patterns and feedback and consistency and feedback that allows us to then address issues. I'll also plan with the board some community, some specific community engagement meetings both semesters next year and then of course we have lots and lots of written communication, the superintendent's update, our magazine, and just-in-time communication when anything in any of our schools or in the district warrants just-in-time communication. So all of that will continue. I've served on a number of boards in our community. I would welcome continuing to serve on boards
080in the community. I think that interface with other key CEOs and key influencers in our community is really important work. All of those assets bring additional resources and support to our school district. So I'm very open to that as well. Thanks. You're welcome. Thank you. Well I don't have any questions. I'm just going to make a statement. The time I've been around the district since 2004 and having been around meetings and presentations and clearly you're just on top of the district as better than anybody else I've ever known other than the past current superintendent and I don't see a transition issue at all. I mean I've heard you go through numbers and stuff that I was unaware of and you get deep into all the data and that's an important part. You just can't sit
081at the top and hope everybody else is getting into that. So you can always challenge and question and be involved and I support your presentation completely. It was excellent and I think that it really reflects on where you've been and where you intend to go. Thank you. Miss Babs I see your hand is raised. Yes I'll try to ask this question without coughing. You talked about the teacher wage and we're one of the highest paid districts in the state and that's great. I know there's been concern in our district with the teachers still not making enough and being able to have wages, a livable wage. What are some of the things you'll do to work with the the teacher association to work through some of those challenges as well as some challenges that teachers have
082as it relates to certain benefits particularly and this is probably relates more to women than it does men but for people who take a break for whether it's maternity leave or some some other type of leave and then come back but their service is broken. So those are some things that the community has asked about and I want to know how you plan to approach that. That is a great question. I think we are very proud that we are the highest paying base salary school district now in the state thanks to a lot of hard work on Dr. Haddad's part so we're very proud of that. We will continue to be able to advance our salaries and I think there are several other ways that we can support teachers and have supported those salaries. We
083are of course in a high cost of living state so we recognize that. One strategy that we've talked about is this zero to three child care program. Child care is incredibly expensive and incredibly difficult to find so if we can begin to offer some child care services at a reduced rate for our teaching staff given that we are a profession that is predominantly female I believe that that will be very very helpful to our employees. I also know that we have absorbed health care rising health care costs as much as we can and we'll continue to look at that strategy so that we don't continue to pass those high health care costs onto our employees again as much as our budget will allow us to do that. We continue to look for diverse funding sources.
084Anytime we acquire grants or gifts or donations from our community, from non-profits and from businesses that protects our general fund and we are then able to pass those dollars onto our employees so that's been a big part of our strategy in terms of supporting our reserves. And I think in terms of the break in service that's a really good question and I will have to research that just a little bit further. Some of those things feel easy to put in place and what I know is when you pull one lever it may cause something else to happen that were unintended consequences so that certainly is something that we could look into and you know figure out whether we can go back, whether we grandfather people in, whether it's something we could start moving forward but
085it's certainly something that I'm willing to study and gather some data on. So thank you for that question. Yeah I just thank you for the presentation. It's I think our community takes for granted that our leadership has folks who are teachers at heart and that is not lost on this board. You're an educator, die in the wool and if I was of course looking at you but looking at the body language of everyone in this room and I'm sure anyone watching online but the amount of respect and familiarity that we already have built in with you is something that we should all also not take for granted and how smooth this transition will be and so thank you for stepping up and you also yeah you have the trust of our internal community and also
086our external stakeholders. I also really appreciate your clear vision and that you're willing to build on our current success but that you also have fresh ideas that will expand the success of St. Vrain so thank you for your presentation. Thank you Ms. Weiss. Yeah Jackie I just wanted to say that was a wonderful presentation thank you for putting that together that took a lot of work and courage to stand up there and present that and just thanks for all that you do for not only our schools but our communities as well and I'm super excited to be here and working with you alongside you. Thank you so much. Thank you. Well thank you again for your presentation Dr. Capuchin. A well-executed CEO succession plan particularly one that elevates an internal candidate is a widely recognized
087as the gold standard across industries. Internal leaders of effective organization bring continuity stability and an intimate understanding of an organization's culture and history qualities that are indispensable during times of transition. Dr. Donhaddad's approach to succession planning exemplifies this principle as captured by Ann Mulcahy former CEO of Xerox. Succession planning should be gradual and thoughtful with ample sharing of information knowledge and perspective so that when the transition occurs it almost feels like a non-event. I would also like to share some resounding praise for Dr. Capuchin from her colleagues and references. A former board member remarked Jackie will do a marvelous job of building on Dr. Haddad's legacy while charting her own course and fostering a vibrant culture. Other colleagues remarked Jackie will elevate our district's strong foundation to new heights bringing emotional intelligence adaptability and a
088talent for relationship building that inspires those around her. She is an articulate communicator critical thinker and problem solver who welcomes feedback and employs directness compassion fairness and honesty in all of her relationships and perhaps most tellingly one reference shared Jackie holds her team to the highest standards she's the kind of leader who makes you want to be better. Dr. Capuchin's collaborative approach her proven ability to build effective systems and her unwavering focus on student success have earned her strong endorsements from educational leaders and community partners alike. Her extensive experience and determination make her the clear choice to lead St. Rain Valley schools into the future. Our process to arrive at tonight's decision has been deliberate transparent and unwavering in its commitment to what is best for St. Rain Valley School District our students and our
089community. We're deeply grateful for the thoughtful feedback provided by our community members which has helped guide us to this moment at which I will ask for a motion. I move that the Board of Education appoint Dr. Jackie Capuchin as superintendent of St. Rain Valley School District RE1J subject to board approval of a mutually agreeable employment contract and that the Board of Education authorize the board president to work with the district legal counsel to negotiate the terms of the contract with Dr. Jackie Capuchin. I second the motion. Mrs. Babs Mrs. Babs are you there? It looks like she might have dropped. Okay well Mr. Berthold. Yes. Mrs. Gilligan. Yes. Mrs. Horanek absent. Mr. Lechuga. Yes. Mrs. Ragland. Aye. Mrs. Weiss. Yes. Oh we still have quorum so. Okay well it is with great confidence and excitement
090that we have appointed Dr. Jackie Capuchin as the new superintendent of St. Rain Valley Schools as testament to her exceptional leadership her deep rooted experience within our district and her bold vision. We are confident that under her leadership our district will continue to thrive and inspire. Please join me in congratulating Dr. Capuchin. All right well no discussion items tonight our next meeting is June 11th it's a regular meeting and I would ask for a motion to adjourn. So moved. Second. All in favor. Aye.